Proiect Arrow
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India Post has undertaken a Quality lmprovement Project called 'poect Arrow, to
lransform lndia Post into a vibrant and responsive organization. This was launched in
April, 2008. In specific terms, Project Arrow entails comprehensive improvemeni of the
Core Operations of Post Offices (set the core right) as well as the ambience (Look and
Feel) in which postal transactjons are undertaken. Enhancing the quality of services in
'core areas'envisages focus on Mail Delivery, Money Remittances, Savings Bank and
Office Service Levels. This is helplng the Department to emerge as a one-stop shop for
retail producis and offer a single window facility for banking, money remittances and
other financial products and services including social and civic initiatives. The
monitoring of'core areas' of operations has been extended to more than 18,600
computerized post offices and'Look & Feel'has been improved in 1,736 post offices
across the country.
Objectives and scope of the project:
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To make a visible, tangible and noteworthy difference in the post Office operations that
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matters to "Aam Aadmi":
To verify and certify progress on ongoing basis using cleafly defined Key performance
Indicators for each improvement area;
To make Post Offices especially in the rural areas, a window for availing services,
hitherto confined to urban locales:
To enable Post Offices to play a larger role in the social and economic transformation of
the country by taking up new roles and challenges;
pfofessionai human resource;
To tmnsform the lafge man power Into a committed and
technology , especially in
To pfovide lT enabled services based on the state of the art
areas where it matters the most ,
distinct identity of its own,
To change the "look and feel" of the post office to give it a
and;
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To ensure a return on investment
necessary
for a self- sustained groMh
and
development;
Strategy adopted:
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Offices in 10 Circles in
This project was initially implemented through a Pilot in 50 Post
2OOB-09. Additional post offices were added in phased manner'
ieams;
Committees were set-up with change leaders and their
Steering
Objectives were clearly defined;
give maximum results;
Focus on the areas of operations where minimum efforis can
Key performance indicators identified;
and evaluation:
A monitoring system was put in place for regular assessment
Strict adherence to the timelines:
to conceptualize the theme
A Steering Committee and a Core Team have been constituted
A Programme Office has
stages
its
all
ot tne oroie&"ana to monitor the implementation through
identiried with 4
strea; Leaders have also been
il,l'i,i,jii,i, L iil, orliiii;i"i" i"u"ii r*" w"* responsibility
planning-and-implementation of
Ci-""6J'n6"ttt" *'tn each of them having tne
^of
Agent is supported by 3-4
Ai*" the line in different fields ;f activities Each Change
"f,"""1tt
.em6.rs.
Components:
'Look and Feel'
This project has two components: 'Get the Core Right' and
lmDrovement in "Core Activities":
. Mail delivery- Delivery on the day of receipt'
. Savings Bank - Reduction in transaction time at counters
. Remittances - Dqlivery of Money Orders on the day ofreceipt'
. Office Service Level - lmprovement in customer satisfaction- cleanliness' public
forms, ccc, citizen charter'
i
in Ambience "Look and Feel":
Branding - Ensure uniform brand hierarchy'
services
Technology - To enable all post offices io provide ICT enabled
skills of the staff'
Human Resource - Enhancement of operational and soft
lnfrastructure - Standardization of interiors and exieriors
laptou"t"nt
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Advantages from the Project
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upgradation of the appearance oi post offlces under'Look & Feel' to establish a unique
brand identity;
simpler and faster Money tfansactions through web based femittance services;
feduction in the waiting time at ihe counter by improving the efficiency through induction
of lT and soft skills training to the staff;
improvement in the percentage of mail sent out for delivery on the day of receipt;
improvement in the percentage of mail dispatch to oiher offices;
almost 1OO% Signature scanning of Savings Bank accounts in phase lto lV Posi Offices
and up to 97% in Phase V Post Offices;
fastef transactions at counters & timely settlement of all cases of Deceased claim,
Account transfer and Account closure request received in the Post office;
formation of "Local Citizens' Forums" for evaluation of the pedormance for the respective
post oifices;
online public grievance handling and timely settlement of complaints;
development of friendly environment in the public l'rall through proper signage, writing
ledge, citizen charter's and adequate availability of fonns in the post office;
reduction in the number of post offices with high percentage of missent and sent back
articles;
sustainability and higher pedormance is ensured by moniioring through Video
Conferences;
The Project Arrow experience is a working model for ushering in an integ.ated and
lasting improvement in the postal sysiem and awarded with "Prime ministers'award for
Excellence in Public Administration for 2008-2009" in 2010.
Monitoring Mechanism:
A Web-based monitoring mechanism (through Data Extraction Tool) has been devised
to collect data from the field units directly from the server without any manual intervention. The
data analysis is presented to all the Chief Postmasters General of 22 Postal Circles through a
video-conference every fortnight (earlier every week). Data on all Key Performance lndicators
(KPls) is minutely scrutinized and gaps in implementation and remedial measures thereto are
discussed in the video-conference. Dedicated Programme Offlces have been set up at the
Headquarter level and at all 22 Circle Headquarters. Data exchange from Post Offices and all
communications with Circle Programme Otfices are through e-mail only. The KPls are
prescribed wiih 0% to 5% tolerance level depending on the nature of activity.
The impact of Project Arrow on Revenue of Department and footfall in Post
Offices:
Comparaiive data is available lot the 1724 Project Arrow Post Offices covered under
Phage-lto lV. The revenue ofthese post offices has increased trom Rs. 1,346 crore in 2010-1'1
to Rs. 1,596 crore in 2011-12with a'18.55o/o groMh. Public footfall in these post offices has also
increesed which is evident from a 20.39% growth (from 11.87 crore articles in 20'10-11 to 14.29
crore adicles in 2011-12) in the mail volume of accountable adicles booked at these post
offices. lmprovement in the core operations through Key Performance lndicators from ihe
inception of Project Arrow are shown in the graphics as under:
EE@GI
Aug-OB
lunESl2
June-1Z
i;ri.:
ry
Current Status
a.
ate
as on date
Number of Post offices monitored under Project Arrow for "Core Operations"
18,612
i_
ltov
Phase
vA
Total No. of Post offices
lri Phase
ln
ln Phase
b.
.,
=
=
=
10'448
5'134
3'o3o
1A612
in "Look & Feel" are as
Number of Post offices covered under Project Arrow so far
follows:
post offices
Started with 50 post offices in April 20OB and have covered 1736
ln 5 phases bY 37/0312012.
In Phase-Vl, 780 post offices are being covered in 2012-13'
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